Mitch @benjaminprinter

just a retard pushing buttons | b2b degen Joined November 2023

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Mitch @benjaminprinter

3 hours ago

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We’ve been able to send 200 LinkedIn inmails a day per account without getting banned Clients booking 100+ calls per month with this as you read this Agents take care of the entire process and we don’t see touch anything besides calls on the calendar Personalizing off intent signals, account warming and maintaining limits, stacking multiple accounts safely Each client running it is booking 50-100+ calls per month RT, follow + comment "INMAILS" and I'll show you how we do it

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Mitch @benjaminprinter

7 hours ago

Wealth management firms are valued on the assets they hold today The number that decides their future is how much of that capital survives the next generation, and the two are rarely the same In a typical book, the overwhelming majority of capital is anchored to a single generation of principals The relationship was built with the founder, the patriarch, the original signatory and the firm has met the next generation in passing, at a dinner or a signing, but has never actually advised them That gap stays invisible while the principal remains active and it becomes the most important variable in the business the moment they step back When a principal dies or retires, the heirs inherit a decision rather than a relationship With no history of their own at the firm, that decision defaults to consolidation The capital moves toward whoever already manages the heir's financial life, whether that is a private bank, a personal advisor or a platform they already use. Timing matters more than probability here since a generational transfer triggers on one event and resolves inside a single review cycle So by the time the outflow shows up in the numbers the mandate has already gone. Industry estimates place the wealth changing hands over the next two decades at roughly $84 trillion The proportion of heirs who leave the inherited advisor consistently runs above 70% Both figures are public at the moment but there are only a handful of firms that act on either That gap creates an unusually clean origination opportunity for any firm willing to organise around it Most firms approaching a multi-family office lead with capability: track record, access, service, fee structure The principal has heard a version of that conversation many times, and it rarely changes anything A firm that arrives around the transfer event is having a different conversation altogether The work begins with reading the book the way an institutional investor reads a market The principal's age sets the rough timing of the event Concentration determines how much capital is in motion when it arrives The firm's standing with the heirs decides whether that capital stays put or scatters across several institutions Estate structure governs how quickly the decision is forced Where those signals line up, the account is already leaving

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7 hours ago

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Mitch @benjaminprinter

7 hours ago

A big mistake firms make is believing the quality of their service is enough to pull a client off their current provider There’s three main components that hold the client in place #1: The cost of switching Moving providers means retraining a team, rebuilding workflows, and absorbing months of uncertainty while the new relationship settles in in For a $50M company the disruption of changing is a real line item and it gets weighed against a saving that's usually smaller than the risk #2: The need to justify the original decision Someone in that building chose the original provider, defended the budget and put their name on it Switching means admitting that decision was wrong and people protect their own judgment more than anything in these environments #3: The interests already wired in The provider entrenched the account through relationships across the org, favours owed and contracts written to make leaving expensive So by the time you arrive the whole frame is built against you before you've said anything When a competing firm comes with a better product and a lower price, he never lands the deal because none of the three forces holding the client has anything to do with product or price The way you win these accounts is by completely reframing the math on the client staying as they are You raising the cost of the current setup until leaving and moving forward with your firm becomes the lower-risk option Your entire penetration strategy simply needs to begin engineering the conditions under which remaining the same is the expensive choice when compared to your offer